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The Key to a Custom Fit

The Key to a Custom Fit - By Dick Kuiper

Selecting and implementing a new integrated manufacturing software package is one of the most risky events faced by most businesses. Most companies can usually recover from a sales slump or a bad profitability quarter, but a failed system implementation can easily cause a serious crisis for a company that can last for a few years or more, and can even lead to bankruptcy.

The first thing that escapes the attention of many business people is that this is not just a computer project, it's a major business decision challenge. While choosing a solid technology is very important for success, the technology must not overshadow the business needs. Choosing a poor technology or one that is unlikely to stand the test of time can lead to a series of problems, but choosing a system that does not truly match the needs of the business can create even more serious difficulties, even if it is based on the latest and greatest technology.

If the software selection and implementation project is being driven by the technology gurus rather than by the operational experts in the company, the company runs a sizable risk of coming up with the right answer to the wrong question, and this of course could easily be a formula for disaster. It all must start with a statement of high level business objectives -- where does the company want to go? -- that is quickly followed with a definition of functional requirements for the new system -- what must the new system do and how must it work? Functional requirements definition is a team sport; all major functional areas of the company must have a voice if the project is to be successful. The technology experts should be a very strong voice in this decision, as long as the technology choice does not become the overriding factor. The company's technology vision should be the backbone of the project, but not necessarily its arms and legs.

Having said that, these projects are still extremely risky even with full team involvement and a well structured technology vision. There is probably more confusion on the subject of software selection now than there ever was before -- although many might argue that point. Given the time crunch put on us by the pending Year 2000 dilemma, and the frequently voiced opinion that the software package market will see significant consolidation and shakeout after the Year 2000 bubble passes, many people feel that most of the decisions have already been made for them. Others realize that this thinking may be shortsighted and not in the best interest of the companies involved.

There was a saying in the computer industry not too many years ago: "You won't get fired for buying IBM." IBM was easily seen as the industry leader, and it was the safest bet; the mainframe was king. So how did the other alternatives become so popular? The UNIX vendors, Microsoft and so on -- the better mousetrap, or perhaps just different mousetrap -- proved the industry visionaries to be wrong. The future of technology holds tremendous uncertainty. Now, while that statement might be accepted in people's minds, this belief is not necessarily reflected in their actions. Selecting a software package based on the fact that it has become a household name may look like a viable strategy now, but a few years from now the decision makers may look like they missed the proverbial boat. There are many software packages on the market that will not only survive, but will do quite well beyond the dreaded year 2000. So companies should not fear striving for a nice custom, and should resist flocking to the one-size-fits-all rack without investigating the industry niche specialists.

So, with that perspective in mind, let's take a look at the big picture. Selecting the right software package for any given company is far more than just a quick decision based on a popularity contest. Time and effort spent on an in-depth requirements definition and software selection project will pay back handsomely during the very intensive implementation project, not to mention the years the company will be living with the system long after the implementation struggle. Finding a really good functionality fit eliminates many of the battles that will otherwise flare up during the implementation war. Taking the approach of finding the packages with the best functionality fit, and then scrutinizing those for which have the most attractive technology base and direction gives you the best of both worlds.

One of the opinions that we encounter frequently goes something like this: Why should we be so concerned with functionality differences when, before long, all major software packages will begin to look alike from a functionality perspective? While it is quite true that most of the major popular software packages have significantly broadened their scope of functionality and are likely to continue on that trend, this does not mean that it is becoming a one-size-fits-all market at the expense of the industry specialists. No matter how many options GM adds to its Cadillac, the Cadillac line will never be the only game in town, or even close. In fact, adding too many options in an attempt to be all things to all people would spell disaster for a car company.

There are many successful car makers because there are many different types of people with many different sets of needs. This is no different than the array of companies with their own operating styles. This is why the functionality testing of software packages can no longer be a simple yes or no exercise. There is a big difference between just having a piece of functionality and truly specializing in it -- and an equally big difference between simply having it and understanding how it should look and feel for a particular industry segment. What has changed is not so much that software cannot be differentiated by functionality ratings, but that functionality differentiators must now look at both quantity and quality, instead of quantity alone.

Common Pitfalls that Cause Problems in Software SelectionDoing it yourself without outside expertise is dangerous unless you have enough systems expertise and current knowledge of the software package marketplace. Few companies have this -- especially in knowledge of the current market offerings, which is a constantly moving target. Establishing a system requirements definition without professional outside expertise carries the risk of the company failing to entertain and understand new ideas and concepts. If the company is not "thinking outside the box" as part of the planning for a new information system, the new system may do little more than saddle the operation with the shortcomings of the past.

Picking a system without doing a targeted search almost always spells trouble. Choosing a system that you've heard is probably a good fit for you is like investing in a stock you heard about at a cocktail party without bothering to evaluate the other investment opportunities. The good fit you heard about may be for a different size of company, or one that's in the same business as yours, but has a drastically different internal operating style. It could be that the opinion came from a company that failed to do a proper search and ended up with a package that, although it does work for them, does not really represent the best fit.

One of the biggest problems in this approach is that people start talking to software vendors too early in the definition process, often long before they have clearly defined what it is they're looking for. It's almost impossible to be objective when individual team members start developing favorites before the requirements definition is established. The result of this approach is often that the team arrives at the answer before it fully understands the question, and then endeavors to craft the question so that it fits the answer they have already found.

Asking the right questions and the right number of questions during each stage of the process is the key to success, and it's harder than most people think. The proper software selection process looks like a funnel. You start out with a large number of software packages that are potential candidates. You don't want to ask a thousand or so functionality questions to 200 vendors, and then try to sort out the answers. So you do the evaluation questioning in iterative rounds, starting with a large population of vendors and a small number of high level qualifier questions. With proper questioning, more than half the vendors are removed from contention with as few as 10-20 questions. With each succeeding round, the vendor population decreases and the questions are greater in number and deeper in detail. Getting through several iterative rounds to the few semi-finalists fast enough to keep from losing the project's momentum is the biggest challenge.

Taking too much time in the preliminary analysis phase is dangerous. Once the decision is made to go look for a new system, the clock starts ticking. The enthusiasm engendered by the kickoff of the project will disappear if the requirements definition and preliminary software evaluation drags on for months. The faster the company gets to the action steps of kicking the tires during software demonstrations and planning the implementation, the easier it will be to maintain a high level of enthusiasm and commitment. Asking too few questions causes you to miss some good alternatives. Asking too many questions causes confusion that hides the really important issues in reams of detail.

The "candy store" syndrome -- developing the all-inclusive wish list to get to the short list of best fit packages -- will guarantee that the only packages showing up on your short list will be the big, expensive one-size-fits-all packages. The packages on the second or third shelf that actually represent better custom fits for your company will be ignored.

The Rush to Beat the Year 2000 Problem

Concerning all the hype about the Year 2000 situation, many companies are wondering if they still have time to find and implement a new ERP system before the crunch. That's a tricky issue, and the answer is yes and no. If a company is going to make a long, convoluted project out if it, it probably doesn't have time -- and some companies don't know how to do this kind of project any other way. If a company has a good focus, a committed team and finds a package that closely matches its needs, and therefore does not require significant modification, there is still time -- but certainly not an overabundance of time. The popular phrase, "If you don't have time to do it right, how are you going to find the time to do it over?" comes to mind on this issue. Although time is tight for Year 2000 resolutions, investing an extra month or two in doing a proper software selection project to find the absolute best fit can easily pay back by saving three to six months on the implementation of a package that does not quite fit the business.

Summary -- Questions Can Be More Valuable Than Answers

If arriving at a safe answer is the goal of your software selection project, the job is much easier now than it was a few years ago: just pick up a list of the most widely advertised software packages, tack it on the wall and toss a dart. With the right amount of compromise and hard work, you will probably survive. But, if your goal is to find the best software package fit for your business, and the one that represents the best value on the market, the software selection task may be much tougher than in prior years. The lines that differentiate packages are finer; surface appearances of modern technology can hide many shortcomings and the battle between the "one-size-fits-all" vendors and the custom fit niche players has created a decision-making dilemma of giant proportions. To further complicate matters, many differing "expert" opinions have flooded the market, adding another layer of confusion. There has never been more of a need to focus on the questions before speculating on the answers. The company that takes a good hard look at its information requirements and gets the key players in agreement on priorities before scurrying off to the software market stands a much better chance at finding the software package that will bring them the greatest success.

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D'care Massage Gel

D’Care Massage Gel

Welcome to d'Care natural products - Massage Gel

d'care Massage Gel containing

. No harsh chemicals
. No additives
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Massages Gel is recommended for use as an ideal relaxing skin and sport massage, warm-up gel and importantly, as a significant aid to muscle and joint recovery in physiotherapy.

Time Management System / Time Clocking System/ Time Attendance System

Time Management System / Time Clocking System/ Time Attendance System

E-Soft Time Clock System is a PC based clocking system designed for small and medium size company, especially for those companies with numbers of outlets or branches with few employees in each outlet/branch. It is a cost effective way of taking control of the attendance for all employees in their outlets/branches. The existing office or POS pc can be used as clocking station to replace the conventional punch card machine.

Dear Friend,

E-Soft Time Clock System is a software product on which all your employees can clock in or out via PC. The system provide you with real time, accurate reporting.

E-Soft Time Clock System allows you to use a PC to record and report on employee work hours. It completely replaces manual time card machines or your hand written time and attendance records. It also eliminates the need for you to spend hours each week compiling your manual systems into a report to supply to your payroll department. The E-Soft Time Clock System is a multi user ready application.

E-Soft Time Clock System Software Features:

The E-Soft Time Clock System Software tracks employees' time and provides a daily reconciliation of time records as reports or for further processing by payroll software. As a result, the software cuts down on administrative time, safeguards from error, and saves a substantial amount of money that could have been lost due to mishandled time cards and employees punching in for each other. It is a complete and a cost effective solution for Time Attendance and security if Fingerprint Biometric device are deployed.

1. Employees Master Maintenance.

2. Fingerprint / Proximity Card Registration.

3. Working Time Pattern Maintenance.

4. Duty Roster.

5. Attendance Control – Mouse Click, Fingerprint Authentication or Proximity (RFID) Card verification.

6. Print Attendance Reports.

Reports

A variety of reports can be produced to give you the information you need in a format you can use. Following standard reports are available:

. Attendance Report
. Time Attendance Report
. Lateness Report
. Overtime Report
. Leave Report
. Absence Report
. Exception Report
. Shift Roster Report
. Clocking Report
. Staff Not Working Report
. Staff Not Clocking Report

Hotel Management System

Hotel Management System

The E-Soft Hotel Management System (HMS) helps to manage & operate small to medium sized hotels. E-Soft Hotel Management System is a user-friendly, uncluttered and compact Hotel Management Software that automates the operation and management of a hotel. Our Hotel Management Software seamlessly integrates Reservations, Front Desk, Housekeeping functions on a single platform. An extensive variety of management reports can be generated from the E-Soft Hotel Management System. The features of the E-Soft Management System are as follows:-
·

Hotel Guest Information Database Maintenance
· Hotel Room Reservation
· Hotel Room Availability
· Hotel Check-In & Check-Out
· Billing & Invoicing System
· Guest Message System
· Management Reports

Accounting System

E-Soft Accounting System

. General Ledger
. Accounts Payables
. Accounts Receivable
. Cash Book
. Recurring Entry
. Fixed Asset Register
. Invoicing / Billing
. Multi-user
. Multi Company
. Job / Project Maintenance
. Security Access Control

Trading System

Trading System

E-Soft Trading System is an integrated system between Store, Front Point Of Sales And Back-office System which is user friendly and efficiently.

It is designed especially for the retailers who are looking to manage costs and improve overall efficiency in their day to day retail operations. This solution gives them the ability to manage their customers, capture point-of-sale transactions, and also perform back end operations such as purchase order creation, inventory transfers, sales reporting, customer loyalty and staff management all from one integrated solution.

The back-office module will allow users to view sales from individual stores, generate accounting entries directly into the accounting system, manage the members' records, view their purchase history, generate reward points all from one module. Integrate stock transactions into the Stock Control module, view the latest communication status, perform adjustments for foreign currency transactions and more.

The front-end module is primarily designed for store-front operations and utilize an intuitive Windows based user interface so that users can take their familiarization with the POS systems.

E-Soft Trading System is an organizer, an analyzer and a time saver. Some of it most useful features include:

§ Easy to learn and use - no expensive training required.
§ Sales tracking by product, department and customer.
§ Complete sales and inventory data for every item.
§ Full-featured POS system with slip printer, barcode and cash drawer support.
§ Sales figures for each product.
§ History of daily sales and POS totals.
§ On-screen review and editing of purchase orders.
§ Customer and supplier database with every transaction history.
§ Fast lookups using pick lists.
§ Automatic discounts, price levels, credit limits or tax rates for any customer.
§ A bonus points system to identify and reward your best customers.
§ Flexible sales and inventory reports with on-screen preview.
§ Standard label formats.
§ Optional sales taxes.
§ Sales data exports UBS system for further analysis.
§ Works with all barcode readers.
§ Optional password system accessing.

ISO 9000 Template

ISO 9000 Template

The ISO 9000 Template were created to help you to prepare the ISO 9000 Quality Manual, ISO 9000 Operating Procedure & ISO 9000 Forms. This ISO 9000 Template contains prewritten ISO 9000 Quality Manual, ISO 9000 Operating Procedure along with sample forms and checklists included as Microsoft Word & Excel format. It provides sample practical documentation in the proper ISO format required by the latest ISO 9001:2000 changes.

Special Features :

· Specifically designed to be very easy to customize so that the entire documentation that is required by ISO 9001 : 2000 can be quickly and easily developed.
· Professional design and layout.
· It is designed to fulfill the ISO 9001 : 2000 requirements.
· Easy to read, easy to understand, and easy to implement.
· Easy to audit as it follows the structure of ISO 9001 : 2000.
· Includes the required Process Flowchart.

The ISO 9000 Template series itself is generic, and is designed to be applicable to any manufacturing or service process. The ISO 9000 Template are consist of:

a. ISO 9000 Quality Manual Template

This first step in building a ISO 9000 Quality Management System is the creation of a "Quality Manual". This is a separate and distinct step from developing quality procedures. The purpose is to state in a concise and brief format, the policies and objectives of the company required to achieve a desired level of quality for the organization or division.More than likely the input for the Quality Manual will come from your customers. It is the customer that drives the Quality Process. There requirements, needs, and future desires are the basis for implementing an ISO 9000 quality system in the first place.At a minimum, the ISO 9000 Quality Manual is required to address each one of the paragraphs of the applicable ISO 9000 Series that the company plans to become registered against. ISO 9001:2000 is the focus of this manual. But, you may need to expand the scope to include EMS 14001, QS-9000, AS-9000, or other industry specific quality requirements.

Each area that is written should include, at a minimum, three parts: Scope, Policy and Responsibilities.

· The Scope portion should simply state the purpose of the covered area.
· The Policy portion should state the company policy regarding the applicable ISO clause.
· The Responsibility portion should state who, in generic titles or positions, is responsible for the policy.
ISO 9000 does not require a specific format for the Quality Manual. A sample manual is provided in this guide for your use as a template to create your own Quality Manual. The Quality Manual Table of Contents is based on the ISO 9000 standard itself. This ensures that each required element is addressed and provides an excellent starting point for building your Quality System.

ISO 9000 Quality Manual Consist of:

· Master List
· Forward
· Administration
· Company Information
· Quality Management System
· Management Responsibility
· Resources Management
· Product Realization
· Measure Analysis Improvement
· Attachment

b. ISO 9000 Operating Procedure

The ISO 9000 Operating Procedure Template includes and integrates the top level ISO 9000 quality manual and the six required quality procedures, thus containing the most difficult part of the ISO 9000 documentation. The ISO 9000 Operating Procedure Template include the detailed samples of the Operating Procedures to fulfill the ISO 9001 : 2000 requirements for the procedures, making the customization process even easier. The entire manual follows the structure of ISO 9001 : 2000.

ISO 9000 Operating Procedures Consist Of:

· Control of documents
· Control of records
· Internal Audit
· Control of non-conformance product
· Corrective Action
· Preventive Action
· Training
· Purchasing

c. ISO 9000 Forms

ISO 9001 : 2000 does not require forms but ISO 9001 : 2000 requires to keep records. Our well-designed forms make it easy to record the necessary information. In addition, our well-designed forms guide the user through a business process (for example, our Corrective & Preventive Action Plan Form guides you through the entire corrective action process), ensuring not only that all data is recorded but that all steps have properly been executed.

All our ISO 9000 Forms

§ can immediately be used without any or with only little modifications(if you really need to, you can easily edit and customize in Microsoft Wordor Excel).
§ are designed by experienced quality managers and ISO 9000 auditors so that all forms are fully compliant with ISO 9001 : 2000 requirements.
§ are professionally laid out so that they are really easy to use without separate instructions.

ISO 9000 Forms Consist Of :

§ Orientation Checklist
§ Training Calendar
§ Training Needs Analysis
§ Training Record
§ After Training Valuation Form
§ Training Request Form
§ Application Form
§ Leave Application Card
§ Meeting Attendance
§ Training Attendance List
§ Store Card
§ Order Tracking Form
§ Material Issue Record
§ Material Return Note
§ Document Issue Record
§ Request For Uncontrolled Document
§ Document Change Notice
§ Preventive Maintenance Record
§ Approved Supplier List
§ Selection / Evaluation of Supplier
§ Audit Schedule
§ Internal Audit Checklist
§ Corrective Action Report
§ Preventive Action Report
§ Outgoing Form
§ Corrective & Preventive Tracking List
§ Equipment Calibration Tracking List
§ Customer Semi-Product Inspection
§ Non Conformance Corrective Action Report
§ Record Master List
§ Customer Feed Back Form
§ Customer Satisfaction Evaluation
§ Customer Information List